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Corporate Presentation – November 2025 Corporate Presentation November 2025
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Corporate Presentation – November 2025 Cencosud at a Glance 01 | 2
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Corporate Presentation – November 2025 Leading multi-format retailer in the Americas, committed to sustainable growth through its core supermarket business and an integrated Retail Ecosystem that drives new opportunities Cencosud at a Glance +60 years Of history +116,000 Employees 8.0 USD Bn Market Cap (2) 17,583 USD MM Consolidated Revenues LTM (1) 664 Million Tickets LTM 1.1 | 3 With operations in six countries (3): AA (Stable) AA (Stable) Baa3 (Stable) BBB (Stable) (1) Converted to USD using average exchange rate of USD 1 = CLP 958.1 for the last four quarters as of September 2025. (2) Exchange rate as of September 30, 2025 of USD 1 = CLP 962.2. (3) With additional support from a commercial office in China and a digital hub in Uruguay. Our Purpose: To serve extraordinarily at every moment
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Corporate Presentation – November 2025 1.2 Investment Highlights | 4 LEADING MULTI-FORMAT RETAILER IN THE AMERICAS WITH SIGNIFICANT OPERATIONAL SCALE, A STRATEGIC FOCUS ON SUPERMARKETS AS A CORE PILLAR, AND WELL-RECOGNIZED, RESILIENT BRANDS CLEAR STRATEGY CENTRED ON ORGANIC GROWTH AND PROFITABILITY, LEVERAGING TECHNOLOGY, INNOVATION AND AN INTEGRATED RETAIL ECOSYSTEM GROWTH OPPORTUNITIES SUPPORTED BY “BEST-IN-CLASS” ASSETS AND LAND BANK SOLID FINANCIAL POSITION WITH STRONG AND SUSTAINABLE CASH GENERATION CORPORATE GOVERNANCE ALIGNED WITH BEST PRACTICES AND INTEGRATED SUSTAINABILITY 1 2 3 4 5
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Corporate Presentation – November 2025 | 5 Regional brand Cenco Malls, in Chile, Peru, Colombia, and Argentina. Brands Chile: Cencosud Scotiabank Argentina: Tarjeta Cencosud Brazil: Bradesco Bank Peru: Cencosud Scotiabank Colombia: Cencosud Colpatria Supermarkets Department stores Home improvement Shopping centers Financial services 1,104 Stores1 Stores Stores 117 4.2 Credit cards issued 68 Shopping centers Sales area 2,415,118 sqm 824,902 sqm 2,321,821 sqm Sales area Gross leasable area Net loan portfolio million Brands Chile: Paris Eurofashion Private Labels Brands Chile: Jumbo, Santa Isabel, SPID Argentina: Jumbo, Disco, Vea United States: The Fresh Market Brazil: GIGA, Prezunic, Perini, Bretas, G Barbosa, Mercantil Rodriguez, SPID Peru: Wong, Metro Colombia: Jumbo, Metro Brands Chile: Easy Argentina: Easy, Blaisten Colombia: Easy 2,927 million USD 13,931 175 million USD LTM2 Revenue million USD425 LTM Revenue 1,719 million USD LTM Revenue LTM Revenue million USD1,301 million USD LTM Revenue Contribution to consolidated revenue Contribution to consolidated revenue Contribution to consolidated revenue Contribution to consolidated revenue Contribution to consolidated revenue 1.3 Businesses 268,524 sqm 1The Retail stores do not include Other Businesses (Pharmacies, Service Stations, Delicatessen and Electroshow): 177 stores (37 in Colombia and 140 in Brazil). 2Last twelve months as of September 30, 2025 Sales area EBITDA Contribution EBITDA Contribution EBITDA Contribution EBITDA ContributionEBITDA Contribution 65 % 5 % 9 % 18 % 3 %
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Corporate Presentation – November 2025 1.4 Presence in the Americas with Significant Operational Scale | 6 1,446 N° of stores 3.5 MM sqm of sales area 68 N° of shopping centers 2.3 MM sqm of GLA 5.4 MM sqm of Land-bank Retail Stores Shopping Centers Future Growth Opportunities United States + Commercial Office in China 172 Colombia Peru Chile Brazil Argentina Uruguay 80 SF 4 16 87 SF 6 289 SF 36 48 41 307 SF 22 60 169 SF Technological, Digital & Innovation Hub Supermarkets Shopping Centers Department Stores Home Improvement Joint Ventures Note: The Retail stores in the image do not include Other Businesses (Pharmacies, Service Stations, Delicatessen and Electroshow): 177 stores (37 in Colombia and 140 in Brazil).
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Corporate Presentation – November 2025 1.5 Consolidated Portfolio Contribution by Country USD 2,210 MM USD 1,652 MM USD 1,407 MM USD 1,046 MM USD 7,733 MM USD 847 MM 11.0%USD 219 MM 6.2% USD 80 MM 4.8% USD 169 MM 12.0% USD 26 MM 2,5% USD 215 MM 9.7% 44.0% 20.1% 12.6% 9.4% 8.0% 5.9% 54.4% 14.1% 13.8% 10.9% 5.1% 1.6% USD 17,583 MM USD 1,556 MM Adjusted EBITDA Margin 8.9% USD 3,536 MM LTM as of September 2025 (1) | 7 ADJUSTED EBITDACONSOLIDATED REVENUES (1) Figures in dollars expressed at the average exchange rate for each quarter.
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Corporate Presentation – November 2025 1.6 USD 175 MM USD 1,301 MM USD 1,719 MM USD 425 MM USD 13,931 MM USD 1,199 MM 8.6% USD 158 MM 9.2% USD 88 MM 6.7% USD 57 MM 32.8% USD 333 MM 78.4% 79.4% 9.8% 7.4% 2.4% 1.0% 65.4% 18.1% 8.6% 4.8% 3.1% USD 17,583 MM USD 1,556 MM Adjusted EBITDA Margin 8.9% | 8 LTM as of September 2025 (1) Consolidated Portfolio Contribution by Business ADJUSTED EBITDACONSOLIDATED REVENUES Supermarkets Shopping Centers Department Stores Home Improvement Joint Ventures (1) Excludes the “Others” segment with revenues of USD 33.2 million and Adjusted EBITDA of USD (278) million.
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Corporate Presentation – November 2025 Financial Information 02 | 9
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Corporate Presentation – November 2025 2.1 Growth Reflected in Results Evolution 2019 2020 2021 2022 2023 2024 LTM 3Q25 9.5 10.1 11.4 14.3 15.2 16.1 16.8 +77.5% +4.9% CAGR (2): 10.5% 2019 2020 2021 2022 2023 2024 LTM 3Q25 0.9 1.0 1.4 1.6 1.6 1.6 1.5 +71.6% -4.2% CAGR (2): 9.8% ADJUSTED EBITDA (CLP T) (1) | 10 Consistent revenue and Adjusted EBITDA growth since 2019, driven by: ▶ Organic growth ▶ Leadership in supermarkets with a focus on grocery ▶ Omnichannel strategy and e-commerce growth ▶ Efficiencies and synergies ▶ Expansion of complementary businesses, such as Private Label and Retail Media ▶ Inorganic growth ▶ Innovation and technology REVENUES (CLP T) (1) Since 2019, the Company's revenue and Adjusted EBITDA increased ~78% and ~72%, respectively (1) Figures in CLP trillion. Excluding adjustment for IAS 29. (2)CAGR (Compound Annual Growth Rate) between 2019 and LTM 3Q25.
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Corporate Presentation – November 2025 2.2 Controlled Leverage and Investment Grade Financial Profile Net Leverage (1) Cash Position as of September 2025 (2) USD 675 MM Investment Grade Since 2011 (1) Net Leverage: Net Financial Debt/EBITDA. Net Financial Debt includes lease liabilities less Cash and Cash Equivalent, Currentand Non-Current Financial Assets. (2) Includes Cash and Cash Equivalents & Other Current and Non-Current Financial Assets at the exchange rate of USD 1 = CLP 962.4. (3) Percentage of debt exposure after currency hedges and natural hedge through USD cash-flows. 2018 2019 2020 2021 2022 2023 1Q24 2Q24 3Q24 4Q24 1Q25 2Q25 3Q25 4.5 3.1 2.2 1.4 2.8 3.3 3.5 3.4 3.3 3.0 3.1 3.2 3.5 Net Leverage Effective USD- denominated debt exposure (3) 5.8% USD-Denominated Debt 63.5% | 11 Net Debt: CLP 5,160,130 million
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Corporate Presentation – November 2025 2.3 Strong Operational Cash Flow Generation | 12 764 829 2019 2020 2021 2022 2023 2024 LTM 3Q25 1,147 1,021 1,362 1,403 1,151 1,514 1,448 1,634 1,344 1,556 1,143 1,491 +75.9% +87.8% (1) Exchange rate as of September 30, 2025: USD 1 = CLP 962.2. LTM Adjusted EBITDA in dollars expressed at the average exchange rate for each quarter. Operation Cash Flow Evolution (CLP Bn) ▶ +75.9% since 2019 ▶ Capacity to self-finance growth and investments ▶ Solid base for dividends and shareholder returns ▶ Support to reduce debt and maintain controlled leverage Debt Maturity Profile (1) (USD million) 21 53 227 782 615 650 185 123 924 2025 2026 2027 2028 2029 2030 2031 2032 1,017 2041- 2046 1,047 Adjusted EBITDA LTM: USD 1,556 MM September 2025 Bond IssuanceOperation Cash Flow Adj. EBITDA
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Corporate Presentation – November 2025 2.4 Guidance and Investment Plan 2025 | 13 483 610 2024 2025E 2024 2025E 17,018 17,950 2024 2025E 1,649 1,870 Adjusted EBITDA (USD MM) Consolidated Revenues (USD MM) CapEx (USD MM) • 27 Supermarkets stores • 12 in USA • One Home Improvement Store Projected Store Openings for 2025: • Cenco Alto Las Condes • Cenco Costanera • Cenco Florida • Cenco Portal La Dehesa • Cenco Limonar • Cenco La Molina ~66,000 sqm of additional GLA Shopping Center Expansions: • Estimates reflect the Guidance issued in January 2025.
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Corporate Presentation – November 2025 | 14 Strategic Pillars 03
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Corporate Presentation – November 2025 What Drives us: To Serve Extraordinarily Sustainability • Positive impact on environment, people, and operations • High ESG standards and corporate governance Retail Ecosystem • Operate as a single company focused on the customer • Integrate formats and countries to generate synergies and a better value proposition Innovation and Experience • Innovate to anticipate and adapt to customer needs • Deliver unique and memorable experiences in every interaction | 15 To serve extraordinarily at every moment Purpose Strategic Pillars We reinforce our purpose and strategic pillars to stay aligned with evolving customer needs and future trends 3.1 Growth and Profitability • Sustainable growth focused on profitability and efficiency • Disciplined capital allocation to maximize value
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Corporate Presentation – November 2025 +1 1,766 sqm +6 8,554 sqm 9M25 Openings 3.2 Growth and Profitability: Organic Growth in Food Retail, Multi-format and Real Estate | 16 +1 1,204 sqm Additional sqm in Real Estate division: ~35,000 sqm ▶ ~25,000 sqm of offices ▶ ~10,000 sqm of shopping centers +1 4,222 sqm Openings 12 +19,599 sqm Remodelings 59 Closures 22 -11,808 sqm Net Growth +7,792 sqm Outstanding geographical distribution: • Chile: 2 openings (2,250 sqm) • Argentina: 1 opening (1,766 sqm) • USA: 6 openings (8,554 sqm) • Brazil: 1 opening (4,147 sqm) • Colombia: 1 opening (1,204 sqm) YTD 2025 Growth +2 2,250 sqm +1 1,678 sqm
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Corporate Presentation – November 2025 | 17 Growth and Profitability: Private Label Driving Expansion, Improving Margins, and Enhancing Customer Value Design and development of a robust product portfolio Partnerships with world-class suppliers and manufacturers Category-specific sourcing Sustainable, innovative, and high-quality commercial proposition 3.3 Consolidated Penetration LTM (1) 17.7% +64 bps YoY Consolidated Sales LTM (1) USD 2,852 MM +11.5% YoY (1) As of September 2025. Launch of new Brands Private Label Strategy Private Label – Quality, Differentiation, Assortment, Convenience 67.2% 32.8% Food Non-Food Category Breakdown
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Corporate Presentation – November 2025 3Q19 3Q24 3Q25 1.9% 8.5% 9.2% +729 bps Supermarkets Online Penetration Evolution Growth and Profitability: Omnichannel Strategy Serving Customers Across All Touchpoints 2019 2020 2021 2022 2023 2024 LTM Sept-25 272 945 1,398 1,365 1,417 1,504 1,545 +5.7x Online Sales Evolution (CLP Bn) Cencosud has implemented an omnichannel strategy that integrates digital capabilities with a broad regional footprint of stores and shopping malls. Websites Apps Partnership with third parties Live Shopping Sales Channel Through its diverse online sales channels, Cencosud aims to deliver an experience that is: ► Consistent ► Differentiated 3.4 | 18 3Q19 3Q24 3Q25 4.0% 7.5% 7.9% +388 bps Home Improvement 3Q19 3Q24 3Q25 12.0% 24.6% 23.8% +1,179 bps Department Stores 3Q19 3Q24 3Q25 3.4% 9.4% 10.0% +660 bps Total 1 2 3 4
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Corporate Presentation – November 2025 +1000 brands advertised through Cenco Media during 2025 3.5 Growth and Profitability: Retail Media Regional Cenco Media LTM Revenues In-storeOffsite Banners Ads Sponsored Products YTD 24 YTD 25 +20.0% ► Business in a growth phase. ► Monetizes traffic across stores, shopping centers, and digital channels. ► Advertising campaigns increase efficiency for advertisers with real-time campaign data. | 19 Cenco Media Cenco Media, Cencosud’s Retail Media business unit, allows brands to advertise their campaigns in both high-traffic physical and digital spaces, leveraging Cencosud’s business data and intelligence. This business unit was launched in July 2021.
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Corporate Presentation – November 2025 Global Business Services centralizes and optimizes key processes at the regional level through process redesign, standardization, and digitalization, driving efficiency, agility, and scalability, supported by robust controls and effective risk management. Operational Efficiency Business Effectiveness Organization Agility Among other functions, GBS (Global Business Service) is responsible for process automation in: ► Stores ► Distribution Centers ► Headquarters ► Supplier and customer circuits 3.6 Growth and Profitability: Global Business Service driving Efficiency and Digitalization | 20 With Retail Support Services, Order to Cash, Procure to Pay, ComEx, among others, GBS processed in 2024: +370 million Reconciled Card Receipts +240 million Documents Posted in SAP +15 million Recorded Invoices +850 thousand Registered Promotions Risk Management
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Corporate Presentation – November 2025 | 21 Objective of the Retail Ecosystem Retail Ecosystem: Strengthening the Value Proposition, New Sources of Revenue, and Synergies3.7 The Retail Ecosystem is a key tool for strengthening the position and value proposition of Cencosud's businesses, helping to position them as local leaders in each of the geographies where they operate, enhanced by Cencosud's global capabilities. Develop future capabilities of the Company through: ▶ Generating new revenue streams ▶ Maximizing efficiencies and synergies ▶ Accelerating innovation and digitalization ▶ Internally promoting a consumer-centric approach
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Corporate Presentation – November 2025 Innovation and Experience: Customer at the Center of Every Decision3.8 PurposeData analytics for better customer management ▶ Data-driven customer management ▶ Unique and personalized view of the customer ▶ Generating value according to the needs and preferences of each customer End-to-End (E2E) View ▶ Complete customer journey monitoring ▶ Seeking to improve customer satisfaction and experience throughout the entire chain and across the entire Cencosud ecosystem Experience goes hand in hand with innovation ▶ Creating new and better customer experiences across channels ▶ Gates in the Self-Checkout Area ▶ Self-service scales with AI ▶ Smart Camera Pilot | 22 To serve extraordinarily at every moment
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Corporate Presentation – November 2025 Strategic pillars: Sustainability | 23 3.9 For more information on the 2024 Annual Report and the 2024 Sustainability Report, click here. Our sustainability strategy is aligned with the Sustainable Development Goals and the Ten Principles of the Global Compact promoted by the United Nations. Sustainability strategy Connection to the SDGs Corporate Governance • Ethics • Compliance • Reputation • Human rights People • Social value • Employer brand • Diversity, equity and inclusion • Climate and decarbonization • Energy efficiency • Circular economy • Water conservation Planet • Responsible sourcing • Innovation in sustainable supply Products & services MSCI ESG Ratings Evaluation Results (percentile rankings) Cencosud has been a member of the DJSI Chile and DJSI MILA indices since 2022
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Corporate Presentation – August 2025 3.10 Management with Extensive Experience in the Industry and the Regions where we Operate | 24 Reporta a Directorio de Cenco Malls (1) The years under each executive represent the time during which they have been part of the Company. The flags represent each executive's nationality. *Executives of the team registered with the CMF. Reports to Cencosud's Board of Directors CFO Andrés Neely* +4 years CEO Rodrigo Larraín +10 years Retail Ecosystem Manager Ricardo Bennett* +19 years People and Organization Manager Luis Bernando Silva* +2 years Legal Manager Nicolás Lustig* <1 year Transformation Manager Sebastián Guedelhöefer +19 years Argentina Manager Diego Marcantonio +31 years Corporate Affairs and Sustainability Manager Ma. Soledad Fernández +15 years Projects & Construction Manager Guillermo Muscarelli +28 years Brazil Manager Vitor Fagá <1 year Colombia Manager Ramiro Ortiz +17 years USA Manager Brian Johnson +5 years Peru Manager Fernando Ureta +28 years Home Improvement Manager Diego Hammerer +24 years Cenco Malls Manager Sebastián Bellocchio* +23 years Supermarket Chile Manager Cristián Siegmund +22 years Department Stores Manager Juan Luis Taverne +18 years Corporate Manager of Internal Audit Alexis Quezada* +19 years LOCAL KNOWLEDGE OF THE MARKETS INDUSTRY EXPERIENCE CAREER IN THE COMPANY Reports to the Board of Cenco Malls
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Corporate Presentation – November 2025 3.11 Ownership Structure and Corporate Governance Aligned with Best Practices | 25 With the aim of creating sustainable value for all its stakeholders, Cencosud has established policies and practices designed to ensure the effectiveness of its Corporate Governance system. Julio Moura Manfred Paulmann Peter Paulmann Josefina Montenegro Felipe Larraín Carlos Fernández Ignacio Pérez María Leonie Roca Mónica Jiménez Independent Members Ownership Structure Cencosud Board of Directors Corporate Governance Best Practices Anti-Corruption Policy Code of EthicsAntitrust Policy DEI Policy Among others 55.9% 21.8% 14.3% 3.8% 2.4% 1.8% USD 10.5 MM Average Daily Volume Traded LTM Sep 2025 USD 7,974 MM (1) MARKET CAP 44.1% FREE FLOAT Diversity: ▶ 4 nationalities ▶ One-third are women ▶ Extensive experience across various industries and corporate areas (1) Figures as of September 2025. Exchange rate as of September 30, 2025: USD 1 = CLP 962.4. Controlling Shareholder Chilean Pension Funds Foreign Investors Stockbrokers Others Stocks in Portfolio Board Committee with an independent majority
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Corporate Presentation – November 2025 3.12 Best Citizen Brand in Chile, according to Cadem The Fresh Market: One of the Best Places to Work Awards & Recognitions 2025 | 26 Cencosud Recognized by Schneider Electric Sustainability Impact Award The Fresh Market Receives Multiple Vertex Awards Cencosud and Paris Once Again Among Best Places to Work for LGBTI+ People Cencosud Advances in Merco 2025 Ranking Wong Supermarkets: Leader in Customer Experience in Peru Cencosud Media Recognized as Best Media Proposal in Brand100 Chile May 2025 Cadem May 2025 The Vertex Awards June 2025 Schneider Electric March 2025 USA TODAY May 2025 The Triad Business Journal June 2025 Merco May 2025 Fundación Iguales Foundation and Pride Connection Chile June 2025 Brand 100 January 2025 Mutual de Seguridad May 2025 IZO Merco ESG Responsibility – Merco Company The Fresh Market among the best in service and attention by USA Today Cencosud was recognized for its safety culture
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Corporate Presentation – November 2025 | 27 3.13 September 2025 USA Today 10 Best Reader’s Choice 2025 The Fresh Market recognized as the Top Grocery Store Cencosud ranked among the most admired Shared Services Centers worldwide September 2025 SSO Awards Cenco Malls and Cuisine & Co currently lead the Total Brands 2025 study September 2025 Total Brands 2025 Cencosud Brazil awarded at Think Work Innovations 2025 for its CencoMatch platform September 2025 Think Work Innovations 2025 Awards & Recognitions 2025
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Appendix 04 | 28
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Corporate Presentation – November 2025 History of Growth and Expansion Opens Malls Unicenter Argentina Opens Jumbo Kennedy Chile Acquires 3 SM in Argentina and Chile. IPO on Santiago Stock Exchange Opens Jumbo Argentina Acquires 2 HI chains in Chile and Argentina Opens Cenco Alto Las Condes y 1st Easy Chile (HI) Acquires Paris (DP) Launches (FS) in Chile. Opens 2 SC in Chile. Acquires Santa Isabel (SM) in Chile Opens the 1st Supermarket (SM) in Chile 1963 1970 1982 1988 1993 2007 2005 2004 2003 2002 Acquires 4 SM chains in Chile, Peru & Brazil and 2 DS chains. JV in Colombia to develop “Easy” | 29 4.1 SM = Supermarkets DP = Department Stores HI = Home Improvement JV = Joint Venture FS = Financial ServicesSC = Shopping Centers
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Corporate Presentation – November 2025 2008 2010 2012 2014 - 2018 2019 2023 2022 2021 2020 Starts FS operations in Argentina. Acquires HI in Argentina Acquires 2 SM chains in Brazil Acquires SM chain in Brazil. Opens Costanera Center (SC). Buys SM chain in Colombia JV of FS Chile (2014) and Peru (2018) IPO of Cencosud Shopping Closes DS in Peru and Paris absorbs Johnson in Chile. Cornershop strategic Alliance. Launches Spid, Cencosud Media and Cencosud Ventures Acquires 2 SM Chains: The Fresh Market (67%) in USA and GIGA Atacado in Brazil Launch of Technological Hub in Uruguay Launches CencoPay 2024 New Retail Ecosystem Department 2025 Acquires Makro & Basualdo in Argentina, and the remaining 33% of The Fresh Market in USA | 30 4.2 History of Growth and Expansion SM = Supermarkets DP = Department Stores HI = Home Improvement JV = Joint Venture FS = Financial ServicesSC = Shopping Centers
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Corporate Presentation – November 2025 For the development of this presentation, the following technical and financial aspects were considered: • The Market Cap was calculated with a cut-off date of September 2025, with a closing share price of CLP 2,735 and a closing exchange rate of CLP 962.4 per USD; • Adjusted EBITDA excludes several items, such as exchange differences, results from indexation units, and asset revaluations; • Revenue and Adjusted EBITDA LTM converted to USD using the average exchange rate of: CLP 962.6 – CLP 963.3 – CLP 947.0 – CLP 959.4 per USD for each quarter, respectively; • Adjusted EBITDA includes IFRS 16; • Revenue and Adjusted EBITDA chart by business excludes the Other segment, which contributed USD 33.2 MM in Revenue and a loss of USD 278 MM in Adjusted EBITDA; • Revenues and Adjusted EBITDA exclude the adjustment for Hyperinflation in Argentina (IAS 29). Including this effect, revenues as of LTM September 2025 reached USD 17,729 MM and Adjusted EBITDA USD 1,37 MM using the average exchange rate of: CLP 962.6 – CLP 963.3 – CLP 947.0 – CLP 959.4 per USD for each quarter, respectively. Argentina represented 20.1% of total Revenues and 14.1% of total Adjusted EBITDA; • Debt denominated in dollars, calculated using the exchange rate at the end of September 2025. The debt includes lease liabilities, due to the adoption of IFRS 16. It also includes the effect of hyperinflation in Argentina, reflecting IAS 29. The amortization schedule is presented net of gains/losses from derivatives, overdrafts, and ComEx debt (excluding futures); • Net debt presented after cross-currency swaps and other hedges; • Arg refers to Argentina and ML refers to local currency. Calculations4.11 | 31
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Corporate Presentation – November 2025 The information presented in this presentation has been prepared solely by Cencosud S.A. ("Cencosud") for informational purposes only. It should not be construed as an invitation or offer to buy or sell securities, nor as investment advice of any kind. No warranty, whether explicit or implicit, is provided to the accuracy, completeness, or reliability of the information contained herein. The views and information expressed in this document are subject to change without notice, and Cencosud undertakes no obligation to update or keep such information current. It should be noted that the content of this presentation is not intended to be exhaustive. Cencosud, its affiliates, directors, partners, and employees disclaim any and all liability for any loss or damage arising from the use of this material, in whole or in part. This presentation include forward-looking statements that are subject to risks and uncertainties. These statements are based on current expectations, estimates, and projections of future events and trends that may affect Cencosud’s business, operation or financial performance. Such projections do not guarantee future results. A number of factors, many of which are beyond the Company's control, could cause actual results to differ materially from those expressed or implied in these forward-looking statements. Disclaimer4.12 | 32
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Presentación Corporativa – Primer trimestre 2025